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ORGANIZATIONAL CULTURES

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characterized by traditions, customs, and associations that bind together ... EX.) Turkey, Venezuela, China, and Singapore. 12/2/2003. 7. Eiffel Tower Culture ... – PowerPoint PPT presentation

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Title: ORGANIZATIONAL CULTURES


1
ORGANIZATIONAL CULTURES DIVERSITY
2
DO YOU BECOME MORE CANADIAN WHEN YOU ARE OUTSIDE
CANADA?
3
ORGANIZATIONAL CULTURES
  • Family culture
  • Strong emphasis on hierarchy and person
    orientation
  • Power-oriented with paternalistic leader
  • Leader looked to for guidance
  • Can catalyze and multiply employees energy
  • Reliance on intuition rather than rational
    knowledge
  • Eiffel tower culture
  • Strong emphasis on hierarchy and task orientation
  • Employees know what to do
  • Coordination from the top
  • Methodic approach to motivating and rewarding
    people and resolving conflict

4
ORGANIZATIONAL CULTURES
  • Guided missile culture
  • Strong emphasis on equality in the workplace and
    orientation to the task
  • Work typically undertaken by teams or project
    groups
  • Low priority attached to hierarchical concerns
  • Employs a cybernetic structure
  • Culture may change quickly
  • Incubator culture
  • Strong emphasis on equality and personal
    orientation
  • Organizations are secondary to the fulfillment of
    individuals
  • Organization is an incubator for self-expression
    and self-fulfillment
  • Participants have intense emotional commitment to
    their work

5
Organizational Cultures
  • Equity
  • Fulfillment-oriented Project-oriented
  • culture culture
  • INCUBATOR GUIDED MISSILE
  • Person Task
  • FAMILY EIFFEL TOWER
  • Power-oriented Role-oriented
  • culture culture
  • Hierarchy

6
Family Culture
  • Strong emphasis on the hierarchy
  • and orientation to the person
  • headed by a leader who is regarded as a caring
    parent
  • personnel look to leaders for both guidance and
    approval in exchange for looking after them
  • characterized by traditions, customs, and
    associations that bind together the personnel
  • and make it difficult for outsiders to
    become members
  • EX.) Turkey, Venezuela, China, and Singapore

7
Eiffel Tower Culture
  • Strong emphasis on the hierarchy and orientation
    to the task -- impersonal and efficient
  • Jobs are well defined
  • everything is coordinated from the top.
  • Person holding top position could be replaced at
    any time without having an effect on the work
    being done
  • assessment centers, appraisal systems, training
    and development programs, and job rotation are
    common in managing human resources.
  • Ex.) North American and Northwest European
    countries

8
Guided Missile Culture
  • Strong emphasis on equality in the work place and
    orientation to the task
  • Teams and project groups are common
  • Formal hierarchical considerations are given low
    priority and individual expertise is of greater
    importance
  • 360-degree feedback systems are common
  • Change comes quickly
  • Ex.) United States and United Kingdom

9
Incubator Culture
  • Strong emphasis on equality and personal
    orientation
  • based on the concept that organizations are
    secondary to the fulfillment of the individuals
    within them
  • Little formal structure -- participants are there
    to perform roles
  • This culture is composed of creative work teams
  • Change is fast and spontaneous
  • Leadership is achieved, not gained by position
  • Ex.) entrepreneurial companies

10
JAPAN
11
IN THE INTERNATIONAL SPOTLIGHT JAPAN
  • What type of organizational culture is each of
    the three partners likely to have? (Use figure
    7-3 as a guide in answering this question)
  • Which of the organizational cultures will be most
    difficult from that of the other two?
  • What types of problems might the culturally
    diverse top-management team at headquarters
    create for the joint venture? How could these
    problems be overcome?
  • In terms of organizational culture, what is your
    estimate of success for this joint venture?

12
HEWLETT-PACKARD INTERNET EXERCISE
RUSSIAN WEB SITE (2000) in English!
13
QUESTIONS
  • Report on your comparison contrast of the
    product offerings in Europe, the Americas, and
    one from Southeast Asia or India. What are the
    major differences?
  • Using figure 7-2 table 7-3 as your guide, in
    what way are national cultures likely to present
    significant challenges to HPs efforts to create
    a smooth-running international enterprise?
  • What would you see as two of the critical issues
    with which the management will have to deal?
  • What are the steps that you think HP will have to
    take in order to build multicultural team
    effectiveness? What are guidelines that can help
    them do this?
  • Compare the strategies of HP and Canon, and try
    to determine if cultural differences between the
    U.S. and Japan have any influence on the
    different strategies of HP and Canon.

14
Managing Multiculturalism and Diversity
  • Phases of Multicultural Development
  • Phase I - Domestic corporations
  • Phase II - International corporations
  • Phase III - Multinational corporations
  • Phase IV - Global corporations

15
IKEA MANAGING CULTURAL DIVERSITY
16
QUESTIONS
  • What types of organizational culture is most
    representative of IKEA family, Eiffel Tower,
    guided missile or incubator?
  • In what way has international culture proved to
    be a challenge for IKEA?
  • What are three things that IKEA had to learn in
    order to do business effectively in the United
    States?
  • How well has the company been able to deal with
    the diversity issue? What else does it still
    need to do?

17
ASSIGNMENT FOR 17/2/
  • TOPIC Intercultural Communication
  • Read chapter 8
  • Class Activities
  • Internet exercise Working Effectively at Toyota,
    p. 220
  • Text exercise The Gulf States, p 221
  • Video Coke in Japan
  • Integrative Case Will Tokyo Embrace Another
    Mouse? Pp. 245-246
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